Where were you when JFK was shot in 1963? What were you doing when the Berlin Wall began to crumble? What happened to you on September 11?These events affected whole communities, nations, the world.

On September 11th, our world view was profoundly and irrevocably disrupted. The effects are visible in all aspects of our lives: families, businesses, communities and politics. The success of any person or organization is directly related to the ability to anticipate, respond and adapt in real-time to environmental demands. And a profound crisis undermines this ability.

Fear, confusion and paranoia seem to pervade even mundane decisions. Is it safe to fly? Should I cancel the family trip to Disneyland? Is the air safe to breathe? Add to this apprehension, the economic slowdown: Will my job be there tomorrow? The rug has been pulled out from under us and our most basic assumptions seem open to question. These are challenging times to be a leader.

Here are three things you can do to help ease your organization through the disruptive times.

• COMMUNICATE:
  Be sensitive to the emotional after effects of September 11. The level of uncertainty we are all experiencing can have repercussions in the office. When you sense that a discussion is being affected by these emotions, it's best to put them on the table explicitly. You might try something like, "I realize many of us are experiencing a lot of anxiety during this time. And still, we have to make this decision and move on with our plans.

• BEWARE OF OVERREACTION:
  One of the basic principles of systems thinking in an organization is that the organization will tend towards the preservation of its character. Any disruption results in an attempt to restore balance. In a crisis, the system is in a heightened state of alert, and this tendency will mushroom into over-correction. This is like what happens when you lose your balance while riding a bicycle: as you try to regain balance, you over-steer and your driving is erratic. Pay attention to changes in yourself and others within the organization. When it appears that people are overreacting, look for a more tempered approach.

• LOOK BEYOND SYMPTOMS:
  In the coming months, individual and organizational problems may arise which don't seem connected to September 11. Missed deadlines, errors, performance problems, stress related health problems. It is important to look beyond these symptoms to identify the core problems, and take steps to address them.

Through awareness and sensitivity to the longer-term impacts of this crisis, leaders can do a lot to facilitate individual and organizational recovery. These three suggestions are a good place to start.